Consistent team training philosophy

Many years ago when I started teaching programs American Management Association, I came across the term "congruence". E 'was used to explain an employee's individual needs and values ​​in relation to the philosophy of a company. These terms must be transformed in a team of in your philosophy of education.

Congruence in this article will be used to explain a systems approach to team building. As a training or qualified human resources professional, you are probably the one that develops and implements training for the organization. To create an optimal environment for training, you should look at your whole theater training. Your training arena should include all training programs and seminars that the organization offers. You have to look at your training department or HR department as a system, not just a menu of programs.

Classically, training programs are developed, purchased, or contracted as a story for the "library training." This approach has been an accepted practice that has worked well for many years. Today, the "library education" should consist of several series. These sets contain many "volumes". Most importantly, everyone must relate to a theme or a story. In other words, each volume must be congruent with the organization's strategy and philosophy. In addition, programs must not contradict other training seminars that the organization provides.

The classic example of management training time. Almost all the programs we reviewed for our customers, it was deemed inconsistent with the operation of the business. In most industries, executives and new managers must be able to juggle at least three projects simultaneously. Yet management programs more time preaching "one task at a time." The interviews with the participants after the class and three months later to document the inconsistency of some parts of the training. The answers include: great ideas, I would like to use them; When the boss to take the course? He could really use it, just do not have time to test the equipment, etc.

A more consistent approach can be determined: 1) by insisting that executives and managers never handle more than one task at a time and not asking them to do more than one thing at a time ... Fat Chance! -OR-2) time management education with an understanding of the needs of business'. This means teaching people how to juggle four balls ... three while fighting fires ... during a month-end closing.

Now, what does time management with the necessary team building? A parallel can be drawn between time management training and team building training. If you are not developing and presenting training team that is congruent with the corporate philosophy and business strategy is already behind the 'Eight Ball'. Your training should be 'fixed' for the organization. Must be credible if your team is to 'buy' the concepts presented.

We have worked with organizations that for decades have pointed out, he insisted, and preached a philosophy of "get before it gets". Another organization actually gave a poor performance review to someone who said "We did it together!" instead of "I made my own!"

Obviously, an experimental program that provides the message "all confidence and everything will be great" does not get great support in these environments. If confidence is the argument, must be sequenced. Sequencing allows each participant to build confidence at their own pace. It should encourage a gradual and trust include ways to 'test the water', without having to bite your head off. Let participants know that there are two philosophies of trust, I trust you when you try and - I trust you until you prove otherwise. Provide examples of how people have successfully built trust in your organization - and make sure to tell your side too low.

Here are five suggestions for the development of consistent training:

1) Know the corporate culture. What does the organization stand for? The CEO or board of directors live that culture? Knowing what 'reality' is in your organization can help develop a program that will provide participants with concrete initiatives for positive growth.

2) Know what can be changed and what should be left alone. Understand the company policy that can save a lot of sleepless nights and will ensure that the expensive "career decisions." If you know what is 'sacred', at least you'll know when you're on thin ice.

3) Review the existing library of training. You will find plenty of material to update, edit or destroy. Run existing programs adapt to the organization. She has the knowledge and experience to improve the effectiveness of any training program in your library.

4) Walk the Talk. He does not teach one thing and do something different. ensure that staff and the department who teach philosophy lives. If you can not do that how can you expect someone to change.

5) Ask for help. Within your organization finds colleagues who have the desire to be part of the planning process. encourage their input. learn that they have tremendous insight, although not part of the group of Human Resources. We will accomplish two things by entering input of others. 1) - there will be an example and 2) - you program that is more effective because it will inherently be congruent with your organization .......